ganggouren
“转自：“
特斯拉 CEO 马斯克在这封长篇的电子邮件中，还谈了他管理公司的方法论和价值观，其中有很多值得企业或老板们学习。
以下是 Elon Musk 邮件全文翻译：
标题：进展、精确和利润
来自：埃伦.马斯克
发给：特斯拉每个人
日期：2018年4月17日
进展
首先，有不少值得庆祝的事。我们已经连续第三周实现产能突破 2000 辆/周。第一周是 2020 辆，第二周 2070 辆。刚刚过去这周我们生产了 2250 辆 Model 3，同时还有 2000 辆 Model S/X。
这是特斯拉去年周产量的2倍以上，在面对诸多挑战下，这是惊人的壮举！一家汽车公司将生产率一年提高100％的情况极为罕见。此外，质量和制造精度也得到显着提升，用户的反馈反映了这点。
超级工厂今天开始、Fremont 工厂明天开始，将停产三到五天来实施一次复杂的产线升级。这能让 Model 3 的产能在下个月实现 3000-4000 辆 / 周。
五月底，我们还会进行一次产线升级，这足以解锁我们的产能在 6 月底实现 6000 辆 / 周。请注意，特斯拉所有部门、我们的供应商，都要在 6 月 30号之前，通过在 24 小时内产出 850 套零部件，来证明我们有能力实现 6000 辆 / 周产能。
任何无法做到这一点的特斯拉部门或供应商都要给我一个解释，为什么做不到，还需要有一个解决问题计划，并直接提交给我。如果有人需要帮助，请尽快告诉我。我们将找到一条途径或设法实现目标。
为什么这个暴涨的产能目标是在 6 月实现 6000 辆 /周，而不是 5000 辆 /周？因为牵扯到内部外部生产的上万个零部件和工序，风险会被复杂的全球供应链体系放大。我们要留出冗余。
实际生产的速度，其实就等同于整个特斯拉制造、供应链系统里，运气最不够幸运、运转得最不好的那部分。
我们先建好一个能在6月底实现Model 3产能暴涨到 6000辆 /周的子系统，然后用几个月时间夯实基础，打造出一个可以稳定实现 6000辆/周产能的完整体系。
向 6000 辆 /周产能目标冲刺，还需要 Fremont 的 Model 3 生产实现每周 7 天每天 24 小时运行。为此我们需要在冲压、喷涂和总装线，都增加一个班次。所以请推荐你们认为符合特斯拉对才能、驱动力和可信赖度要求的人才。超级工厂和 Fremont 两家工厂，在未来几周会持续每周新入职员工约 400 人。
精确
Model 3 的大多数设计工艺已经比世界上任何一款车都好，很快会变得更好。但这还不够。我们要继续提升，直到 Model 3 的制造精度比世界上任何一款车好 10 倍。我可没开玩笑。
我们的车在设计和制造要达到这样的准确度和精度——如果车主真的去测量自己 Model 3 的尺寸、车身面板间隙和面差，一旦他们的测量结果和配置表的数据不一样，唯一解释只能是他们的皮尺有问题。
有些供应商不愿意或者不能达到这种水平的精度要求。我明白一些供应商会认为这是无理取闹。没关系，还有很多其他汽车制造商的标准比特斯拉低得多。这些供应商将不能跟特斯拉合作。
利润
外界评论家对特斯拉的一个公平批评是，除非您创造利润，否则您不是真正的公司，这意味着收入要超过成本。在达到规模经济之前，这样做是没有意义的，但现在我们已经到了这个阶段。
下一步，我们将非常严格的管控费用支出。我已经让财务团队去核查我们在全球范围的任何一笔费用，不论金额大小。并且我们将会砍掉所有没有足够价值判断的开销。任何一笔超过 100 万美元的资金、其他支出，或未来 12 个月累计支出达到 100 万美元的项目，都应该被视为暂停，直到我明确批准为止。
如果你是产生这笔费用的经理，在我们见面讨论之前，请确保你有一份详细的、符合第一性原理的供应商报价，详细到零部件、人力的每一项费用支出。
发现特斯拉内部有这么多关联交织的承包商后，我很失望。通常，你最终找到那个真正干活的人之前，就像打开一个俄罗斯套娃，承包商、转包商、二级转包商等等等等。这意味着中间有一堆中间商增加了成本，还没做任何明显有价值的事。这就会产生小题大做的动机，因为他们想一直把钱挣下去不要停。
承包商的表现差别特别大，从非常出色到连喝醉了的树懒都不如。所有承包公司要把接下来这周视为展现自己杰出能力的最后机会。任何不符合特斯拉卓越标准的承包商，都将在下周一结束合同。
最后，有一些提高生产力的建议：
–过度的会议是大公司的灾难，随着时间的推移几乎总是会变得更糟。除非你确定他们正在为全体观众提供价值，否则请拒绝参加所有大型会议，或尽量缩短会议时间。
–除非你正在处理一件非常紧急的事情，否则请不要频繁开会。紧急事项解决后，会议频率应迅速下降。
–如果你发现你明显无法提供价值时，就马上离开会议室，或退出那个电话会议。离开没什么不礼貌的，为了让一个人留下而浪费他的时间才是不礼貌的。
–在特斯拉，不要使用字母缩写或没意义的词来称呼物品或流程。总的来说，任何需要解释的事都妨碍了沟通。在特斯拉，我们不需要人们被迫去背术语表来做工作。
–沟通应该通过最短路径来完成，而不是用“指挥链”。任何一个试图强行用指挥链方式沟通的经理，很快就会发现他得去别处工作了。
–问题的主要来源是部门间沟通不畅。解决这个问题的方法是允许所有级别员工之间的信息自由流动。如果，不同部门之间想要完成什么工作，任何一个参与者要向他们的经理汇报，经理再向总监汇报，总监再向 VP 汇报，VP 再跟其他部门的 VP 沟通，这个 VP 再告诉总监，总监再告诉经理，经理再告诉某个真正做事的人，那么超级愚蠢的事就会发生。员工一定要可以直接对话，这样才能把事情做好。
–总的来说，用常识来指导你自己。如果在某些的情况下，陷在遵循公司的规章制度的框框内 显然是荒谬的，会被画到呆伯特漫画里，那么公司的规章制度就要修改。
如果还有什么事，是你认为能让特斯拉运转更好而应该做，或者能让你更乐于去干更多活儿的（长期来看是一件事），请告诉我。
感谢有这样一支出色的团队，每天都在创造奇迹。这很重要。我们正熬夜工作。
埃伦.马斯克
中文翻译原文链接：
https://zhuanlan.zhihu.com/p/35845300
▲特斯拉发布新型SUV车型 Model Y
以下是英文原文：
In an email to employees today, Tesla CEO Elon Musk explained that the reason for the Model 3 production shutdown in Fremont and Gigafactory 1 is to prepare to increase production. Substantially.
Musk explained that Tesla is now shooting to more than double production of 6,000 units per week across all production processes and suppliers in order to achieve 5,000 units per week in June after accounting for a margin of error.
The move seems to be in response to the recent miss in Model 3 production targets and is very bold in a Musk sort of way.
Last quarter’s goal was 2,500 Model 3 units per week at the end of Q1, which they missed by under 500 units.
Now Tesla is aiming for 5,000 units per week at the end of Q2 and they seem to have adjusted their internal goals in order to achieve the 5,000 units target.
In the email, Musk also says they are focusing on quality as the quantities increase and now also on profit, which Musk now expects to hit in Q3 and Q4.
Here’s the email in full that Electrek obtained today:
Progress, Precision and Profit
Elon Musk
Everybody
Progress
First, congratulations are in order! We have now completed our third full week of producing over 2000 Model 3 vehicles. The first week was 2020, the second was 2070 and we just completed 2250 last week, along with 2000 Model S/X vehicles.
This is more than double Tesla’s weekly production rate last year and an amazing feat in the face of many challenges! It is extremely rare for an automotive company to grow the production rate by over 100% from one year to the next. Moreover, there has simultaneously been a significant improvement in quality and build accuracy, which is reflected in positive owner feedback.
Starting today at Giga and tomorrow at Fremont, we will be stopping for three to five days to do a comprehensive set of upgrades. This should set us up for Model 3 production of 3000 to 4000 per week next month.
Another set of upgrades starting in late May should be enough to unlock production capacity of 6000 Model 3 vehicles per week by the end of June. Please note that all areas of Tesla and our suppliers will be required to demonstrate a Model 3 capacity of ~6000/week by building 850 sets of car parts in 24 hours no later than June 30th.
Any Tesla department or supplier that is unable to do this will need to have a very good explanation why not, along with a plan for fixing the problem and present that to me directly. If anyone needs help achieving this, please let me know as soon as possible. We are going to find a way or make a way to get there.
The reason that the burst-build target rate is 6000 and not 5000 per week in June is that we cannot have a number with no margin for error across thousands of internally and externally produced parts and processes, amplified by a complex global logistics chain. Actual production will move as fast as the least lucky and least well-executed part of the entire Tesla production/supply chain system.
By having a Model 3 subsystem burst-build requirement of 6k by the end of June, we will lay the groundwork for achieving a steady 6k/week across the whole Model 3 system a few months later.
As part of the drive towards 6k, all Model 3 production at Fremont will move to 24/7operations. This means that we will be adding another shift to general assembly, body and paint. Please refer anyone you know who you think meets the Tesla bar for talent, drive and trust. Between Fremont and Giga, Tesla will be adding about 400 people per week for several weeks.
Precision
Most of the design tolerances of the Model 3 are already better than any other car in the world. Soon, they will all be better. This is not enough. We will keep going until the Model 3 build precision is a factor of ten better than any other car in the world. I am not kidding.
Our car needs to be designed and built with such accuracy and precision that, if an owner measures dimensions, panel gaps and flushness, and their measurements don’t match the Model 3 specs, it just means that their measuring tape is wrong.
Some parts suppliers will be unwilling or unable to achieve this level of precision. I understand that this will be considered an unreasonable request by some. That’s ok, there are lots of other car companies with much lower standards. They just can’t work with Tesla.
Profit
A fair criticism leveled at Tesla by outside critics is that you’re not a real company unless you generate a profit, meaning simply that revenue exceeds costs. It didn’t make sense to do that until reaching economies of scale, but now we are there.
Going forward, we will be far more rigorous about expenditures. I have asked the Tesla finance team to comb through every expense worldwide, no matter how small, and cut everything that doesn’t have a strong value justification.
All capital or other expenditures above a million dollars, or where a set of related expenses may accumulate to a million dollars over the next 12 months, should be considered on hold until explicitly approved by me. If you are the manager responsible, please make sure you have a detailed, first principles understanding of the supplier quote, including every line item of parts & labor, before we meet.
I have been disappointed to discover how many contractor companies are interwoven throughout Tesla. Often, it is like a Russian nesting doll of contractor, subcontractor, sub-subcontractor, etc. before you finally find someone doing actual work. This means a lot of middle-managers adding cost but not doing anything obviously useful. Also, many contracts are essentially open time & materials, not fixed price and duration, which creates an incentive to turn molehills into mountains, as they never want to end the money train.
There is a very wide range of contractor performance, from excellent to worse than a drunken sloth. All contracting companies should consider the coming week to be a final opportunity to demonstrate excellence. Any that fail to meet the Tesla standard of excellence will have their contracts ended on Monday.
Btw, here are a few productivity recommendations:
– Excessive meetings are the blight of big companies and almost always get worse over time. Please get of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short.
– Also get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved.
– Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave, it is rude to make someone stay and waste their time.
– Don’t use acronyms or nonsense words for objects, software or processes at Tesla. In general, anything that requires an explanation inhibits communication. We don’t want people to have to memorize a glossary just to function at Tesla.
– Communication should travel via the shortest path necessary to get the job done, not through the “chain of command”. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.
– A major source of issues is poor communication between depts. The way to solve this is allow free flow of information between all levels. If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super dumb things will happen. It must be ok for people to talk directly and just make the right thing happen.
– In general, always pick common sense as your guide. If following a “company rule” is obviously ridiculous in a particular situation, such that it would make for a great Dilbert cartoon, then the rule should change.
If there is something you think should be done to make Tesla execute better or allow you to look forward to coming to work more (same thing in the long term), please send a note to [redacted]
Thanks for being such a kickass team and accomplishing miracles every day. It matters. We are burning the midnight oil to burn the midnight oil.
Elon
英文原文网址：
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